微權(quán)力下的項(xiàng)目管理：如何在有責(zé)無(wú)權(quán)的狀況下帶領(lǐng)項(xiàng)目團(tuán)隊(duì)獲得項(xiàng)目成功（第3版）

定　價(jià)：￥88.00

作　者：	肖楊
出版社：	電子工業(yè)出版社
叢編項(xiàng)：
標(biāo)　簽：	暫缺

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ISBN：	9787121478246	出版時(shí)間：	2024-06-01	包裝：	平裝-膠訂
開(kāi)本：	128開(kāi)	頁(yè)數(shù)：		字?jǐn)?shù)：

內(nèi)容簡(jiǎn)介

　　隨著時(shí)代的發(fā)展，中國(guó)已經(jīng)進(jìn)入了一個(gè)人人都是項(xiàng)目經(jīng)理的時(shí)代，獲得各類(lèi)西方項(xiàng)目管理證書(shū)或項(xiàng)目管理碩士學(xué)位的人比比皆是，然而許多項(xiàng)目經(jīng)理僅僅學(xué)到了項(xiàng)目管理的形式卻沒(méi)有真正掌握項(xiàng)目管理的精髓，也不知道如何才能在中國(guó)特色環(huán)境下發(fā)揮出項(xiàng)目管理方法的價(jià)值。理論與實(shí)際相結(jié)合在項(xiàng)目管理領(lǐng)域是相當(dāng)難的一件事情，尤其是當(dāng)我們嘗試將西方項(xiàng)目管理的方法在中國(guó)這樣一個(gè)非常有特色的環(huán)境下應(yīng)用的時(shí)候，更是會(huì)遇到各種各樣不可控的挑戰(zhàn)。本書(shū)作者融會(huì)貫通全球各大項(xiàng)目管理流派，基于其多年在國(guó)內(nèi)外擔(dān)任各種不同類(lèi)型、不同級(jí)別的項(xiàng)目經(jīng)理、項(xiàng)目群經(jīng)理和 PMO 負(fù)責(zé)人的經(jīng)驗(yàn)，多年教授項(xiàng)目管理公開(kāi)課和進(jìn)行企業(yè)內(nèi)訓(xùn)的經(jīng)驗(yàn)，以及通過(guò)咨詢(xún)和輔導(dǎo)的方式幫助各類(lèi)行業(yè)龍頭企業(yè)建設(shè)組織級(jí)項(xiàng)目管理體系的豐富實(shí)踐經(jīng)驗(yàn)，深刻地理解了項(xiàng)目管理的本質(zhì)與項(xiàng)目經(jīng)理的定位，沉淀出了一套適用于中國(guó)當(dāng)下環(huán)境的項(xiàng)目管理思想和方法論——微權(quán)力下的項(xiàng)目管理，并配有大量實(shí)踐案例、高效的工具和模板，是目前國(guó)內(nèi)非常接地氣和實(shí)戰(zhàn)導(dǎo)向的項(xiàng)目管理方法論，可以幫助讀者理解如何在中國(guó)當(dāng)下環(huán)境下當(dāng)好一個(gè)有責(zé)無(wú)權(quán)的項(xiàng)目經(jīng)理，把極具挑戰(zhàn)的項(xiàng)目做成功。

作者簡(jiǎn)介

　　肖楊，微薄之力（北京）管理咨詢(xún)有限公司董事長(zhǎng)，國(guó)際知名組織級(jí)項(xiàng)目管理專(zhuān)家，中國(guó)微權(quán)力下的項(xiàng)目管理思想創(chuàng)始人和倡導(dǎo)者，全國(guó)項(xiàng)目管理標(biāo)準(zhǔn)化技術(shù)委員會(huì)（ SAC /TC343）副秘書(shū)長(zhǎng)，項(xiàng)目、項(xiàng)目群及項(xiàng)目組合管理標(biāo)準(zhǔn)化技術(shù)委員會(huì)（ ISO / TC 258）WG12核心專(zhuān)家兼全球工作組秘書(shū)，全國(guó)項(xiàng)目管理標(biāo)準(zhǔn)化技術(shù)委員會(huì) CSPM 認(rèn)證體系資深專(zhuān)家級(jí)講師， GB / T 41831-2022《項(xiàng)目管理專(zhuān)業(yè)人員能力評(píng)價(jià)要求》和 GB / T 42892-2023《項(xiàng)目管理敏捷化指南》等多個(gè)自主研發(fā)的中國(guó)項(xiàng)目管理國(guó)家標(biāo)準(zhǔn)的起草組組長(zhǎng)。擁有英國(guó) AXELOS 項(xiàng)目管理PRINCE2、項(xiàng)目群管理 MSP 、組織級(jí)項(xiàng)目管理辦公室P3O和風(fēng)險(xiǎn)管理 MoR 的全球培訓(xùn)師資格。曾在摩托羅拉半導(dǎo)體、飛思卡爾半導(dǎo)體、泛林集團(tuán)（ LAM Research ）、索尼愛(ài)立信、 L G 電子、英國(guó)標(biāo)準(zhǔn)協(xié)會(huì)、智聯(lián)招聘等擔(dān)任重要的技術(shù)和管理崗位，并曾在全球著名風(fēng)力發(fā)電設(shè)備制造商、兩地上市公司金風(fēng)科技擔(dān)任集團(tuán)首席項(xiàng)目管理專(zhuān)家和金風(fēng)大學(xué)管理學(xué)院執(zhí)行副院長(zhǎng)。熟悉全球各種不同流派的項(xiàng)目管理方法并精通培訓(xùn)、教練和管理咨詢(xún)的工作方式，目前專(zhuān)注于通過(guò)剪裁西方管理方法論結(jié)合中國(guó)自身文化特點(diǎn)的方式，幫助行業(yè)龍頭企業(yè)如國(guó)家能源、一汽紅旗、中國(guó)電信、中海油、航天科技、華為、三一重工和寧德時(shí)代等知名企業(yè)提升組織級(jí)項(xiàng)目管理能力。

圖書(shū)目錄

思維篇：項(xiàng)目管理的底層邏輯
第 1 章轉(zhuǎn)換思維，認(rèn)識(shí)項(xiàng)目和項(xiàng)目管理 ··················································.2
1.1 為打破部門(mén)墻而誕生的項(xiàng)目··················································.2
1.2 項(xiàng)目到底是什么·································································.3
1.3 項(xiàng)目的五個(gè)典型特點(diǎn)···························································.5
1.4 項(xiàng)目管理和管理項(xiàng)目不是一回事············································10
1.5 PMBOK 與 PRINCE2 的差異 ················································11
1.6 項(xiàng)目管理的 ISO 國(guó)際標(biāo)準(zhǔn)與中國(guó)國(guó)家標(biāo)準(zhǔn) ·······························12
1.7 線性、敏捷型和適應(yīng)型項(xiàng)目管理············································15
本章小結(jié) ················································································18
第 2 章卓越項(xiàng)目經(jīng)理的人才畫(huà)像與能力進(jìn)階的五個(gè)層次 ·····························19
2.1 理解項(xiàng)目經(jīng)理的角色···························································19
2.2 游走于領(lǐng)導(dǎo)與管理之間的項(xiàng)目管理模式···································22
2.3 學(xué)會(huì)用正確的方式與領(lǐng)導(dǎo)者溝通············································24
2.4 技術(shù)骨干轉(zhuǎn)型項(xiàng)目經(jīng)理的四個(gè)難點(diǎn)·········································28
2.5 基于國(guó)家標(biāo)準(zhǔn)的卓越項(xiàng)目經(jīng)理人才畫(huà)像···································31
2.6 項(xiàng)目管理專(zhuān)業(yè)人員能力進(jìn)階的五個(gè)層次與職業(yè)發(fā)展路徑 ·············34
本章小結(jié) ················································································39
第 3 章中國(guó)特色，微權(quán)力下的項(xiàng)目管理方法 ············································40
3.1 微權(quán)力下的項(xiàng)目管理方法模型···············································40
3.2 一個(gè)核心思想：“借力”·····················································41
3.3 三項(xiàng)核心任務(wù)：定方向、搞定人和干成事 ·······························43
3.4 項(xiàng)目生命周期的四個(gè)發(fā)展階段：確立目標(biāo)、建立組織、交付項(xiàng)目
和移交收尾·······································································45
3.5 項(xiàng)目經(jīng)理必須具備的六個(gè)人格特質(zhì)·········································50
3.6 項(xiàng)目經(jīng)理必須掌握的八項(xiàng)實(shí)戰(zhàn)技能·········································52
本章小結(jié) ···············································································.56
第 4 章如何建立受控的項(xiàng)目組織環(huán)境 ····················································.57
4.1 明確項(xiàng)目的召集人（項(xiàng)目發(fā)起人） ·······································.57
4.2 任命項(xiàng)目總監(jiān) ··································································.58
4.3 任命項(xiàng)目經(jīng)理 ··································································.59
4.4 通過(guò)業(yè)務(wù)價(jià)值論證澄清項(xiàng)目目標(biāo) ··········································.59
4.5 通過(guò) WBS 分解項(xiàng)目的最終目標(biāo) ···········································.60
4.6 物色最適合擔(dān)任工作包負(fù)責(zé)人的人選 ····································.61
4.7 建立以項(xiàng)目總監(jiān)為核心的項(xiàng)目領(lǐng)導(dǎo)小組 ·································.62
4.8 項(xiàng)目經(jīng)理通過(guò)向項(xiàng)目領(lǐng)導(dǎo)小組匯報(bào)獲得項(xiàng)目所需的資源 ············.62
4.9 項(xiàng)目經(jīng)理要把自己變成項(xiàng)目領(lǐng)導(dǎo)小組的授權(quán)代表 ·····················.64
本章小結(jié) ···············································································.65
方法篇：項(xiàng)目經(jīng)理的八項(xiàng)實(shí)戰(zhàn)技能
第 5 章分析環(huán)境，找到借力的來(lái)源 ·······················································.67
5.1 項(xiàng)目管理所處的環(huán)境——敏捷組織環(huán)境··································.67
5.2 企業(yè)由野蠻生長(zhǎng)走向敏捷的路徑 ··········································.70
5.3 適應(yīng)性組織框架下的戰(zhàn)略管理、職能管理、流程管理與項(xiàng)目
管理的關(guān)系 ·····································································.78
本章小結(jié) ···············································································.80
篇外篇某研究所在項(xiàng)目管理上的“痛” ·····································.81
第 6 章論證價(jià)值，統(tǒng)一大家的方向 ·······················································.84
6.1 論證項(xiàng)目是否具備投資價(jià)值的三個(gè)維度 ·································.84
6.2 梳理從項(xiàng)目產(chǎn)出到成果到收益的路線圖 ·································.86
6.3 編寫(xiě)項(xiàng)目業(yè)務(wù)可行性分析報(bào)告 ·············································.89
6.4 項(xiàng)目業(yè)務(wù)價(jià)值論證的生命周期 ·············································.90
6.5 常用的投資評(píng)估技術(shù) ·························································.92
本章小結(jié) ···············································································.92
篇外篇以?xún)r(jià)值為導(dǎo)向的項(xiàng)目閉環(huán)管理 ········································.93
第 7 章分解目標(biāo)，編制科學(xué)的項(xiàng)目計(jì)劃 ·················································.98
7.1 項(xiàng)目管理計(jì)劃與項(xiàng)目進(jìn)度計(jì)劃 ·············································.99
7.2 項(xiàng)目任務(wù)書(shū) ···································································.100
7.3 項(xiàng)目產(chǎn)品描述 ································································.100
7.4 項(xiàng)目中的管理階段與技術(shù)階段 ···········································.102
7.5 三層項(xiàng)目階段評(píng)審模式 ····················································.105
7.6 產(chǎn)品項(xiàng)目管理模式端到端流程框架······································.106
7.7 基于產(chǎn)品的規(guī)劃技術(shù)··································7